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SClassical Schools of Thoughts

The classical school is the oldest formal school of management thought and concerns ways to manage work and organizations more efficiently. It includes three areas of study: scientific management, administrative management, and bureaucratic management. Scientific management focused on applying scientific principles to work to improve efficiency, administrative management studied management functions and principles, and bureaucratic management proposed that a hierarchical bureaucracy would lead to more efficient management. Many of the concepts from the classical school still influence management theory and practice today.

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75 views

SClassical Schools of Thoughts

The classical school is the oldest formal school of management thought and concerns ways to manage work and organizations more efficiently. It includes three areas of study: scientific management, administrative management, and bureaucratic management. Scientific management focused on applying scientific principles to work to improve efficiency, administrative management studied management functions and principles, and bureaucratic management proposed that a hierarchical bureaucracy would lead to more efficient management. Many of the concepts from the classical school still influence management theory and practice today.

Uploaded by

شکیل بن عبد الرحیم
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© © All Rights Reserved
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THE CLASSICAL SCHOOL

The classical school is the oldest formal school of


management thought. Its roots pre-date the twentieth century.
The classical school of thought generally concerns ways to
manage work and organizations more efficiently. Three areas
of study that can be grouped under the classical school are
scientific management, administrative management, and
bureaucratic management.

SCIENTIFIC MANAGEMENT.
In the late 19th century, management decisions were often
arbitrary and workers often worked at an intentionally slow
pace. There was little in the way of systematic management
and workers and management were often in conflict. Scientific
management was introduced in an attempt to create a mental
revolution in the workplace. It can be defined as the
systematic study of work methods in order to improve
efficiency. Frederick W. Taylor was its main proponent. Other
major contributors were Frank Gilbreth, Lillian Gilbreth, and
Henry Gantt.
Scientific management has several major principles. First, it
calls for the application of the scientific method to work in
order to determine the best method for accomplishing each
task. Second, scientific management suggests that workers
should be scientifically selected based on their qualifications
and trained to perform their jobs in the optimal manner. Third,
scientific management advocates genuine cooperation
between workers and management based on mutual self-
interest. Finally, scientific management suggests that
management should take complete responsibility for planning
the work and that workers' primary responsibility should be
implementing management's plans. Other important
characteristics of scientific management include the scientific
development of difficult but fair performance standards and
the implementation of a pay-for-performance incentive plan
based on work standards.
Scientific management had a tremendous influence on
management practice in the early twentieth century. Although
it does not represent a complete theory of management, it has
contributed to the study of management and organizations in
many areas, including human resource management and
industrial engineering. Many of the tenets of scientific
management are still valid today.

ADMINISTRATIVE MANAGEMENT.
Administrative management focuses on the management
process and principles of management. In contrast to
scientific management, which deals largely with jobs and work
at the individual level of analysis, administrative management
provides a more general theory of management. Henri Fayol is
the major contributor to this school of management thought.
Fayol was a management practitioner who brought his
experience to bear on the subject of management functions
and principles. He argued that management was a universal
process consisting of functions, which he termed planning,
organizing, commanding, coordinating, and controlling. Fayol
believed that all managers performed these functions and that
the functions distinguished management as a separate
discipline of study apart from accounting, finance, and
production. Fayol also presented fourteen principles of
management, which included maxims related to the division of
work, authority and responsibility, unity of command and
direction, centralization, subordinate initiative, and team
spirit.
Although administrative management has been criticized as
being rigid and inflexible and the validity of the functional
approach to management has been questioned, this school of
thought still influences management theory and practice. The
functional approach to management is still the dominant way
of organizing management knowledge, and many of Fayol's
principles of management, when applied with the flexibility
that he advocated, are still considered relevant.

BUREAUCRATIC MANAGEMENT.
Bureaucratic management focuses on the ideal form of
organization. Max Weber was the major contributor to
bureaucratic management. Based on observation, Weber
concluded that many early organizations were inefficiently
managed, with decisions based on personal relationships and
loyalty. He proposed that a form of organization, called a
bureaucracy, characterized by division of labor, hierarchy,
formalized rules, impersonality, and the selection and
promotion of employees based on ability, would lead to more
efficient management. Weber also contended that managers'
authority in an organization should be based not on tradition
or charismabut on the position held by managers in the
organizational hierarchy.
Bureaucracy has come to stand for inflexibility and waste, but
Weber did not advocate or favor the excesses found in many
bureaucratic organizations today. Weber's ideas formed the
basis for modern organization theory and are still descriptive
of some organizations.

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more: http://www.referenceforbusiness.com/management/Log-
Mar/Management-Thought.html#ixzz4fr4LcedG

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